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“Whose Leader Are You?” Leadership qualities required of today’s

enrollment.mst.edu. “Whose Leader Are You?” Leadership qualities required of today’s multi-tasking deans and directors Jay W. Goff Vice Provost and Dean of Enrollment Management Missouri University of Science and Technology goffjw@mst.edu

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“Whose Leader Are You?” Leadership qualities required of today’s

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  1. enrollment.mst.edu “Whose Leader Are You?” Leadership qualities required of today’s multi-tasking deans and directors Jay W. Goff Vice Provost and Dean of Enrollment Management Missouri University of Science and Technology goffjw@mst.edu NACAC – MECA – St. Louis, MO – September 29, 2010 Founded 1870 | Rolla, Missouri

  2. This Morning’s Goals • Explore the roles of deans and directors in the context of assuming a campus leadership position • Examine the intricate components of leadership, management and campus spokesperson. • Offer suggestions and constructive criticism on the balancing and effective management of a consistent leader

  3. Welcome to Missouri!

  4. Rolla, Missouri“The Middle of Everywhere”

  5. Strategic Enrollment Management @ Missouri S&T RECORD GROWTH DECLINING INTEREST “Succeeding while Swimming Against the Tide”

  6. Total Enrollment Fall 2000 - 201056% Enrollment Growth: 2,580 Additional Students

  7. What is Missouri S&T? • A Top 50 Technological Research University • 7200 students: 5500 Undergrad, 1700 Graduate • 90% majoring in Engineering, Science, Comp. Sci. • Ave. Student ACT/SAT: upper 10% in nation • +60% of Freshmen from upper 20% of HS class • 20% Out of State Enrollment • 90% 5 Year Average Placement Rate at Graduation • Ave. Starting Salary in 2009: +$57,300

  8. Missouri S&T: 90% engineering, science & computing majors 17th in Nation for Largest Undergraduate Engineering Enrollment 14th in Nation for Number of BS Engineering Degrees Granted

  9. 2001-2010 Enrollment Change • 49% Increase in Undergraduates • 53% Increase in Female Students • 83% Increase in Graduate Students • 124% Increase in Minority Students • 43% Increase in Non-Engineering Majors • Since 2005, 60% of Growth due to Increased Retention Rates • 87% to 88% Retention Rate Achieved and Sustained • 66% Graduation Rate Achieved. • Lower discount rate from +38% to 27% • Generated over $21 M in additional gross revenues

  10. Understanding Affordability • Current Undergraduate Students • Average parent income: $ 78,250 • Family incomes below $45,000: 21% • First generation college students: 31% • Pell Grant eligible students: 22% • Graduation Statistics • Approximate indebtedness: $ 23,500 • Average 2010 starting salary: $ 57,800

  11. 7 Years of Strategic and Dramatic Changes January 1, 2008 University Name Change 2007 Academic Reorganization by Eliminating Schools and Colleges 2003 and 2007 Updated the Mission, Vision and Strategic plans. 2004 Office of Technology Transfer and Economic Development 2001 to 2005 New Student and Business Information Systems 2002, 2004 & 2007 Three New Homepages and Platforms 2003 Student Diversity Initiative The new goals resulted in three new units and champions: • Student Diversity Programs, • Women’s Leadership Institute • Center for Pre-College Programs. 2002 New School of Management and Information Sciences 2002 Center for Education Research and Teaching Innovation (CERTI) 2002 - 2006 12 NEW Degree Programs and 19 Certificate Programs, 128 hour limited for BS Engineering Degrees 2001 Administrative Restructuring and Formal Enrollment Management Program • Enrollment Management, • Distance and Continuing Education • Research and Sponsored Programs • Undergraduate and Graduate Programs

  12. Environmental Scan or Future Shock is Now!

  13. Noel-Levitz 2010 e-expectations report • 46% claimed the current economic crisis caused them to reconsider the schools they would apply to or attend—an increase from 34 percent just last year.

  14. Noel-Levitz 2010 e-expectations report 1 in 4 students reported removing a school from their prospective list because of a bad experience on that school’s Web site. 92% would be disappointed with a school or remove it entirely from their lists if they didn’t find the information they needed on the school’s Web site.

  15. Challenge: changes in the college-bound student markets • The Midwest and Northeast will experience a 4% to 10% decline in high school graduates between 2009 – 2014 (WICHE) • The profile of college-bound students is rapidly becoming more ethnically diverse and female dominant (NCES, WICHE, ACT, College Board) • The number of students interested in engineering, computer science, and natural science degrees has declined to record lows (ACT, CIRP) • More full-time college freshmen are choosing to start at two-year colleges (IPED, MODHE) • More students are enrolling in more than one college at a time (National Student Clearinghouse) • Future student market growth will include more students requiring financial aid and loans to complete a degree (WICHE)

  16. Basic enrollment funnel Do not discount the value of funnel management and analysis

  17. Projected change in high school graduates 2007-2017 +1 -17 -15 -23 -3 -19 +4 -14 -6 +13 -8 -12 -8 -14 -6 -6 -12 -6 -6 -2 +53 -6 -3 +10 -2 -4 +27 -6 +21 +9 -5 +1 +1 -3 +2 -31 +14 -1 +27 +1 +2 +1 -8 0 +22 0 > 20% +11% to +20% 0% to +10% Decreases -7 +16 +10 -9 -14 Source: Chronicle of Higher Education Almanac 2006-07

  18. National vs. Regional Trends WICHE, 2008

  19. Changes in Race/Ethnicity: US SOURCE: WICHE, 2008

  20. Female Enrollments Exceed 57% of All College Students SOURCE: NCES, The Condition of Education 2006, pg. 36

  21. Increasing the college going rate is key WICHE, 2008

  22. Labor Demand vs.. Student Interests Source: U.S. Department of Labor, Bureau of Labor Statistics, www.bls.gov/emp/home.htm

  23. Change in Intended Major 1976-77 to 2006-07 College Board, 2007 Source: CIRP

  24. 20,000 fewer potential engineering majors College Bound ACT Tested Students Interested in Any Engineering Field > 5% SOURCE: ACT EIS 2008

  25. Missouri’s 2008 student funnel for engineering • High School Seniors: 72,467 • High School Graduates: 61,752 • ACT Testers/College Bound: 47,240 • Any Engineering Interest (all testers): 1,768 • Any Engineering Interest, (+21 testers): 1,256 (21 = MO average score / 50%) • Engineering Interest, +24 comp. score: 961 (24 = UM minimum for auto admission) • Missouri S&T Freshmen Engineering 681 • Enrollees: 71% S&T market share SOURCES: MODESE 2009, ACT EIS 2008, PeopleSoft

  26. Financial Aid • 90% of prospective college students consider financial aid an important factor influencing their college choice. • SOURCE: Education Dynamics 2010

  27. Percent For Whom Financing was a Major Concern 1992-93 to 2006-07 (Selected Years) College Board, 2007 Source: CIRP

  28. 76% of families would be “somewhat” or “very likely” to consider a more expensive institution if it could deliver greater value. SOURCE: Longmire & Company, Inc. 2009 “Study of the Impact of the Economy on Enrollment”

  29. A Need to Look at Things with a New Perspective

  30. A New Perspective – Difficult to Consider at Times

  31. What is SEM? • Strategic Enrollment Management (SEM) is defined as “a comprehensive process designed to help an institution achieve and maintain the optimum recruitment, retention, and graduation rates of students where ‘optimum’ is designed within the academic context of the institution. As such, SEM is an institution-wide process that embraces virtually every aspect of an institution’s function and culture.” Michael Dolence, AACRAO SEM 2001 • Research • Recruitment • Retention

  32. SEM Really Is…About Student Success Making the entire college/university active in, and responsible for recruiting, retaining and graduating students.

  33. Building blocks of SEM “Data is a core to building and sustaining a strategic enrollment management program.”

  34. The Purposes of SEM are Achieved by… • Establishing clear goalsfor the number and types of students needed to fulfill the institutional mission • Promoting students’ academic successby improving access, transition, persistence, and graduation • Promoting institutional success by enabling effective strategic and financial planning • Creating a data-rich environmentto inform decisions and evaluate strategies • Improving process, organizationalefficiencyand outcomes • Strengthening communications and marketing with internal and external stakeholders • Increasing collaboration among departments across campusto support the enrollment program

  35. Core enrollment principles • No Enrollment Effort is Successful without QUALITY Academic Programs • Recruitment and Retention is an On-going, Multi-year PROCESS with Strong Access to Research and DATA • About 80% of Enrollments come from REGIONAL student markets for BS/BA degrees • The Most Successful Recruitment Programs Clearly DIFFERENTIATE the Student Experience from Competitor’s Programs • The Most Successful Retention Programs Clearly Address Students’ Needs and Regularly ENGAGE Students in Academic and Non-Academic Programs

  36. Future Leadership in SEM

  37. 2009 Witt/Kieffer survey of college and university enrollment officers • Today’s chief enrollment officers are as involved in helping institutions stay mission-focused and financially strong as in providing strategic direction to their presidents and trustees. • At the same time, an aging generation of enrollment leaders — combined with limited leadership development and succession planning – could create a significant executive leadership void. 

  38. 2009 Witt/Kieffer survey of college and university enrollment officers • Enrollment officers at private institutions have more exposure to the president and board than those at public institutions • Mentoring and leadership development will take on greater urgency in the next 5-7 years as a generation begins to retire • Racial diversity among enrollment leaders remains rare, and is found most often at public institutions

  39. Today’s Enrollment Manager • “Successful senior enrollment managers have to operate simultaneously on multiple levels. They need to be up to date, even on the cutting edge of technology, marketing, recruitment, the latest campus practices to enhance student persistence, and financial aid practices.” SOURCE: THE ENROLLMENT MANAGEMENT REVIEW Volume 23, Issue 1 Fall, 2007, Editor: Don Hossler Associate Editors: Larry Hoezee and Dan Rogalski

  40. Hossler continued • “(Enrollment Managers) need to be able to guide and use research to inform institutional practices and strategies. Successful enrollment managers need to be good leaders, managers, and strategic thinkers. • They have to have a thorough understanding of the institutions where they work and a realistic assessment of the competitive position in which it resides and the niche within which it can realistically aspire to compete. Furthermore, to be effective, enrollment managers must also have a sense of how public, societal, and competitive forces are likely to move enrollment-related policies and practices in the future.” SOURCE: THE ENROLLMENT MANAGEMENT REVIEW Volume 23, Issue 1 Fall, 2007, Editor: Don Hossler Associate Editors: Larry Hoezee and Dan Rogalski

  41. What is included in a SEM Plan? Strategic Framework: Mission, Values, Vision Overview of Strategic Plan Goals & Institutional Capacity Environmental Scan: Market Trends & Competition Analysis Evaluation and Assessment of Position in Market Enrollment Goals, Objectives, & Assessment Criteria Marketing and Communication Plan Recruitment Plan Retention Plan Student Aid and Scholarship Funding Staff Development and Training Student/Customer Service Philosophy Process Improvements and Technology System Enhancements Internal Communication and Data Sharing Plan Campus wide Coordination of Enrollment Activities

  42. Traditional Core SEM Objectives Establishing Clear Enrollment Goals and Determining Capacity to Serve Promoting Student Success Determining, Achieving and Maintaining Optimum Enrollment Enabling the Delivery of Effective Academic Programs Generating Tuition Enabling Financial Planning Increasing Organizational Efficiency Improving Service Levels

  43. Basic Analysis for SEM Capacity Study Preferred New Student Profile Primary Market Penetration Price Elasticity Un-met Need Gap (key for fundraising) Student Need/Support Alignment

  44. SEM Teams Faculty from each division Admissions Registrar Financial Aid Campus Housing Student Activities Counseling Center Orientation Teacher Training Director Faculty Senate Leaders Execs: Academic, Student & Enrollment Affairs Advising Info Tech Institutional Research Minority Programs International Affairs Cashier/Billing Pre-College Programs Reporting Services NOTE: SEM Teams do not replace the campus recruitment & retention committees

  45. 5 Key Traits of Successful Admissions Offices • EMBRACE CHANGE • FIND A BETTER WAY • PERFORMANCE MEASUREMENT • VALIDATE DECISIONS • INTERNALIZE IT • SOURCE: Longmire and Company, Bob Longmire Feb 2010

  46. Today’s Chief Enrollment Officers embrace Change Management and Rarely take on just one Task Diagnosis & Assessment Problem Solving Research and Analysis Strategic Planning Organizational Process System Development Training Mediation Facilitation Systems Development Search for Potential Employees SOURCE: Barbara Kibbe & Fred Setterber (1992) Succeeding with Consultants, Packard Foundation

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